The need
There was a requirement for managers to understand how they each operated and how they performed as a team and then move forward with greater cohesion and self awareness in the interest of the achieving the key goals and aspirations of the organisations.

What we did
As an entry point we completed a Myers Briggs profiling and feedback exercise on the individual members of the leadership team. From this starting point we embarked on a ‘team strengths’ self-analysis process and created a new level of behavioural awareness, We set this into the context of clear of strategic goals.From this position a clear operating plan was created around fund-raising, grant giving, organisational culture, communications, and marketing.

In addition a new management culture was established which supported the preferred (open) operating style of the new Director.

What we achieved
There is now a clear organisational operating framework and a more coherent leadership team which has high levels of individual and group behavioural awareness. This has supported a drive to new levels of organisational performance in support of the needs of urban and rural disadvantaged children and young people the UK.The leadership team have developed to a point where it drives the organisation forward in all elements of its work towards a clear set of medium term goals.